Ch. 9 Leading Followers

28. Define task-centered and autocratic leadership styles. In which types of organizations or situations are these types found?

: A task-centered leader has a strong tendency to emphasize the technical or task aspects of the job. This individual's major concern is ensuring that employees know precisely what is expected of them and providing any guidance necessary for goals to be met. Employees, as viewed by this leader, are a means to an end. An autocratic leader can best be described as a taskmaster. This individual leaves no doubt as to who's in charge and who has the authority and power in the group. They make all the decisions affecting the group, and tell others what to do. This frequently takes place in the form of orders—mandates that are expected to be followed. Failure to obey these orders usually results in some negative reinforcement at the hands of the authoritarian leader. Although counter to contemporary leadership philosophy, there are leaders in all types of organizations—business, government, and the military—for whom the autocratic style works best.: 1 Page Ref: 250LO: 9.5 erentiat

19. Becoming a leader requires certain skills. Some of those skills are ____________, which are the tools, procedures, and techniques unique to your specialized situation.A. technicalB. tactical C. strategic D. quality managementE. project management

: A: 1 Page Ref: 246LO: 9.4 Describe the skills of a visionary leaderAACSB: Application of knowledge

27. A leader who exhibits ________ behavior views employees as a means to an end.A. task-centeredB. people-centeredC. company-centeredD. autocraticE. democratic

: A: 1 Page Ref: 250LO: 9.5 erentiate between task-centered and people-centered leadership behaviors

25. A ___________________ leader's major concern is ensuring that employees know precisely what is expected of them and providing any guidance necessary for goals to be met.A. task-centered B. strategic-centeredC. visionaryD. employee-centeredE. management-centered

: A: 1 Page Ref: 250LO: 9.5 erentiate between task-centered and people-centered leadership behaviors.AACSB: Application of knowledge

30. The leadership style of an individual who actively seeks input from followers for many of the activities in the organization is ___________________.A. participativeB. people-centeredC. democraticD. compassionateE. autocratic

: A: 1 Page Ref: 250LO: 9.6 Identify and describe three types of participative leadership styles.AACSB: Application of knowledge

7. ________ reflects one's desire to exert a high level of effort to complete a task.A. DriveB. MotivationC. Need for achievementD. EnthusiasmE. Machiavellianism

: A: 2 Page Ref: 242LO: 9.2 Identify the traits that may help you become a successful leaderAACSB: Application of knowledge

14. There's an increasing body of evidence that shows impressive correlations between charismatic leadership and _________________among followers.A. high performance and satisfactionB. higher levels of innovationC. higher production levelsD. lower attritionE. higher quality and satisfaction

: A: 2 Page Ref: 243LO: 9.3 Define charisma and its key componentsAACSB: Application of knowledge

37. Paul Hersey and Kenneth Blanchard proposed a leadership model called __________________ leadership, which emphasizes that leadership styles must adjust to specific situations.A. situational B. transitionalC. non-traditionalD. laissez-faireE. transformational

: A: 2 Page Ref: 251LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

42. _________, closely connected with the concept of credibility, is defined as the belief in the integrity, character, and ability of a leader.A. TrustB. FearlessnessC. HonestyD. PersistenceE. Capability

: A: 2 Page Ref: 253LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

46. Leaders that guide or motivate their employees in the direction of established goals by clarifying role and task requirements are referred to as:A. Transactional leadersB. People-centered leadersC. Credible leadersD. Transformational leadersE. Innovative leaders

: A: 3 Page Ref: 255LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

49. E-leadership is a relatively new phenomenon. Leadership skills necessary for success in a dispersed environment compared to a collocated environment found that four critical skills. Of the following, which is NOT among those four critical skills?A. Adept at multiple forms of connected technologies B. Ability to use process facilitation skills for meetingsC. Monitor team progress over timeD. Maintain work/life balance work based on 24/7 accessibility E. Establish and maintain trust in a diver

: A: 3 Page Ref: 257LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

11. The search for traits or characteristics that separate leaders from non-leaders dominated early research efforts in the study of leadership. Explain why this research has generally been inconclusive. Briefly list and describe the traits consistently associated with those who are successful in influencing others.

: Attempts failed to identify a set of traits that would always erentiate leaders from followers, and effective leaders from ineffective leaders. Perhaps it was a bit optimistic to believe that a set of consistent and unique personality traits could apply across the board to effective leaders in widely diverse organizations.Attempts to identify traits consistently associated with those who are successful in influencing others have been more promising. Eight traits on which leaders are seen to er from non-leaders are drive, the desire to influence others, honesty and moral character, self-confidence, intelligence, relevant knowledge, extraversion, and proneness to guilt.: 3 Page Ref: 241 - 242LO: 9.2 Identify the traits that may help you become a successful leaderAACSB: Analytical thinking

8. Leaders also build trusting relationships with those they influence by ________ and by showing a high consistency between spoken words and actions.A. being competentB. being truthfulC. achieving goalsD. driving changeE. creating an atmosphere of innovation

: B: 1 Page Ref: 242LO: 9.2 Identify the traits that may help you become a successful leaderAACSB: Application of knowledge

21. ____________skills, which are your ability to socialize and interact with outsiders (those not associated with your unit) can also make you a better leader.A. TechnicalB. NetworkingC. StrategicD. ConceptualE. Human relations

: B: 1 Page Ref: 246LO: 9.4 Describe the skills of a visionary leaderAACSB: Application of knowledge

33. The _____________leadership style is one where the leader seeks input and hears the concerns and issues of the followers, but makes the final decision. A. people-centeredB. consultative-participativeC. free- reinD. democratic-participative E. autocratic

: B: 1 Page Ref: 250LO: 9.6 Identify and describe three types of participative leadership styles.AACSB: Application of knowledge

29. Which of the following styles describes leaders who exhibit behaviors concerned with the welfare of employees and characterized as trusting, friendly, and supportive?A. ParticipativeB. People-centeredC. DemocraticD. CompassionateE. Autocratic

: B: 1 Page Ref: 250LO: 9.6 Identify and describe three types of participative leadership stylesAACSB: Application of knowledge

39. The first component of the situational leadership model focuses on employees, however, the second component of the situational leadership model focuses on _________________behavior.A. overall organizationalB. the leader'sC. the group'sD. top management'sE. the business unit's

: B: 1 Page Ref: 251LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

4. Qualities such as intelligence, charm, decisiveness, enthusiasm, strength, bravery, integrity, and self-confidence are ______________________.A. those desirable in top managementB. known as leadership traitsC. those of successful entrepreneursD. those desirable in mid-level managersE. supervisory traits

: B: 2 Page Ref: 241LO: 9.2 Identify the traits that may help you become a successful leader.AACSB: Application of knowledge

48. The role of a ____________is erent from the traditional leadership role performed by first-line supervisors in that it involves becoming a "facilitator" and less command and control.A. transformational leaderB. team leaderC. transactional leaderD. people-centered leaderE. group leader

: B: 3 Page Ref: 256LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

1. _________________ is the ability one demonstrates in influencing others to act in a particular way through direction, encouragement, sensitivity, consideration and support.A. MotivationB. SupervisionC. LeadershipD. InfluenceE. Persuasion

: C: 1 Page Ref: 241LO: 9.1 Define leadership and describe the erence between a leader and a supervisorAACSB: Application of knowledge

12. A __________________is an individual with a compelling vision or sense of purpose, an ability to communicate that vision in clear terms that followers can understand, a demonstrated consistency and focus in pursuit of the vision, and an understanding of their own strengths.A. visionaryB. futuristC. charismatic leaderD. superior communicatorE. self-actualized leader

: C: 1 Page Ref: 242LO: 9.3 Define charisma and its key componentsAACSB: Application of knowledge

24. Researchers at The Ohio State University found two categories that accounted for most of the leadership behavior described by employees. The behaviors are best identified as ________________A. task-centered and strategic-centered behaviorsB. tactical and strategic behaviorsC. task-centered and employee-centered behaviorsD. visionary and human relations-centered behaviorsE. employee-centered and management-centered behaviors

: C: 1 Page Ref: 249LO: 9.5 erentiate between task-centered and people-centered leadership behaviors.AACSB: Application of knowledge

26. An individual who leaves no doubt as to who's in charge and who has the authority and power in the group, can be best described as _________________.A. task-centered B. power-drivenC. autocratic D. employee-centeredE. tactical

: C: 1 Page Ref: 250LO: 9.5 erentiate between task-centered and people-centered leadership behaviors.AACSB: Application of knowledge

32. Which of the following describes the leadership style in which the leader is removed from the day-to-day activities of the employees, but is always available to deal with the exceptions?A. People-centeredB. Consultative-participativeC. Free reinD. Democratic-participative E. Autocratic

: C: 1 Page Ref: 250LO: 9.6 Identify and describe three types of participative leadership styles.AACSB: Application of knowledge

45. Of the following, which is NOT true of an employee who is engaged in the organization:A. Engaged employees are passionateB. Engaged employees put forth extra effortC. Engaged employees are disconnected from the organizationD. Engaged employees have drive and ambitionE. Engaged employees are innovators

: C: 1 Page Ref: 255LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

51. The belief that a particular leadership style ________________regardless of the situation may not be true.A. will be transformativeB. will always be transactionalC. will always be effectiveD. will spur innovationE. will always result in high performing team

: C: 1 Page Ref: 257LO: 9.8 Describe situations in which leadership is irrelevant. AACSB: Application of knowledge

15. ________________ are individuals who can easily adjust their behavior to erent situations, read verbal and nonverbal social cues, and alter their behavior accordingly.A. High achieversB. Great leadersC. High self-monitors D. High performing executivesE. The most successful leaders

: C: 2 Page Ref: 243LO: 9.3 Define charisma and its key componentsAACSB: Application of knowledge

41. Surveys show that _____________is consistently singled out as the number-one characteristic of admired supervisors.A. credibilityB. fearlessnessC. honestyD. persistenceE. capable

: C: 2 Page Ref: 251LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

44. Supervisors should avoid playing favorites. Unless performance measures are objective and widely visible, you may be ____________________.A. accused of discriminationB. seen as inconsistentC. seen as arbitrary and unfairD. seen as dishonestE. thought of as incompetent

: C: 3 Page Ref: 254LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

2. _______________ have the ability to influence employees is based on the formal authority inherent in their positions.A. Group leadersB. LeadersC. ManagersD. SupervisorsE. Chief executive officers

: D: 1 Page Ref: 241LO: 9.1 Define leadership and describe the erence between a leader and a supervisorAACSBL Application of knowledge

10. Of the following characteristics, which is NOT positively associated with effective leaders?A. Possesses relevant knowledgeB. Honest with strong moral characterC. Prone to guiltD. Prone to introversionE. Desire to influence others

: D: 1 Page Ref: 242LO: 9.2 Identify the traits that may help you become a successful leaderAACSB: Application of knowledge

17. ___________________ leadership is the ability to create and articulate a realistic, credible, attractive exemplar of the future that grows out of, and improves upon, the present.A. FuturisticB. Charismatic C. CompetentD. VisionaryE. Credible

: D: 1 Page Ref: 244LO: 9.4 Describe the skills of a visionary leaderAACSB: Application of knowledge

20. The ability to think in the abstract, analyze lots of information, and make connections between the data is known as a ____________________ skill.A. technicalB. tactical C. strategic D. conceptualE. abstract

: D: 1 Page Ref: 246LO: 9.4 Describe the skills of a visionary leaderAACSB: Application of knowledge

31. A participative leader may allow the followers to have a say in what's decided, thereby practicing _______________ leadership.A. participative-consultativeB. people-centeredC. free-reinD. democratic-participative E. autocratic

: D: 1 Page Ref: 250LO: 9.6 Identify and describe three types of participative leadership styles.AACSB: Application of knowledge

13. The most comprehensive analysis of charismatic leaders identified five such characteristics. Of the following, which is NOT one of those key characteristics:A. VisionB. Ability to articulate the visionC. Willingness to take risks to achieve the visionD. Insensitivity to both environmental constraints and follower needsE. Behaviors that are out of the ordinary

: D: 2 Page Ref: 243LO: 9.3 Define charisma and its key componentsAACSB: Application of knowledge

18. Sir Richard Branson, Mary Kay Ash, and Michael Dell exemplify what type of leaders?A. FuturisticB. Charismatic C. CompetentD. VisionaryE. Credible

: D: 2 Page Ref: 245LO: 9.4 Describe the skills of a visionary leaderAACSB: Application of knowledge

36. It became increasingly clear to those studying leadership that predicting leadership success involved something more complex than isolating _________________________.A. a few success factors or traitsB. those who exemplify people-centered leadershipC. a few preferable behaviors or success factorsD. a few traits or preferable behaviorsE. those who exemplify task-centered leadership

: D: 2 Page Ref: 251LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

43. The top rating of honesty as an identifying characteristic of admired supervisors indicates the importance of ____________________ to leadership effectiveness.A. competence and trustB. trust and inspirationC. technical expertise and focusD. credibility and trustE. believability and trust

: D: 2 Page Ref: 253LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

5. Research efforts at isolating specific leadership traits resulted ________________.A. in key findingsB. in discovering only three key leadership traitsC. in finding at least a dozen specific traitsD. a number of dead endsE. a mix of personality and professional traits

: D: 3 Page Ref: 241LO: 9.2 Identify the traits that may help you become a successful leader.AACSB: Application of knowledge

9. People are more apt to be influenced by someone whom they view as ___________________.A. being innovative B. seeing the futureC. being on the cutting edgeD. being honest and innovativeE. exhibiting honesty and moral character

: E: 1 Page Ref: 242LO: 9.2 Identify the traits that may help you become a successful leaderAACSB: Application of knowledge

22. ________________skills focus on your ability to work with, understand, motivate those around you, and require effective communication.A. VisionaryB. NetworkingC. StrategicD. ConceptualE. Human relations

: E: 1 Page Ref: 247LO: 9.4 Describe the skills of a visionary leaderAACSB: Application of knowledge

34. Today many employees appear to prefer to work for a supervisor with which of the following leadership styles?A. Task-centeredB. ParticipativeC. Problem-solvingD. AutocraticE. People-centered

: E: 1 Page Ref: 250LO: 9.6 Identify and describe three types of participative leadership stylesAACSB: Application of knowledge

52. Certain individual, job, and organizational variables can act as ___________or neutralize the leader's ability to influence followers.A. inspiration for leadershipB. enhancements for leadershipC. transforming factors for leadershipD. a solid basis for leadershipE. substitutes for leadership

: E: 1 Page Ref: 258LO: 9.8 Describe situations in which leadership is irrelevant. AACSB: Application of knowledge

6. Attempts to identify traits consistently associated with those who are successful in __________________ others have been more promising.A. manipulatingB. inspiringC. dominating D. dazzlingE. influencing

: E: 2 Page Ref: 241LO: 9.2 Identify the traits that may help you become a successful leader.AACSB: Application of knowledge

38. Situational leadership focuses attention on the readiness of _________________.A. managementB. the leaderC. the overall organizationD. business unitsE. the employees

: E: 2 Page Ref: 251LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

40. Hersey and Blanchard identified four specific leadership styles based on the maturity of the follower. Of the following, which is NOT one of the four leadership styles?A. DelegatingB. TellingC. ParticipatingD. SellingE. Showing

: E: 2 Page Ref: 251LO: 9.7 Explain situational leadershipAACSB: Application of knowledge

53. Why shouldn't the statement "leaders don't always have an effect on those they are supposed to lead" be alarming?

: The statement "leaders don't always have an effect on those they are supposed to lead" should not be that alarming. Factors such as attitudes, personality, ability, and group norms have been documented as having an effect on employee performance and satisfaction. Yet supporters of the leadership concept have tended to place an undue burden on leadership for explaining and predicting behavior. It is too simplistic to state that employees are guided to goal accomplishment solely by the actions of a leader. It's important, therefore, to recognize that leadership is another variable in organizational effectiveness. In some situations, it may contribute a lot to employee productivity, absence, turnover, citizenship, and satisfaction. But in other situations, it may contribute little toward those ends.: 2 Page Ref: 258LO: 9.8 Describe situations in which leadership is irrelevant. AACSB: Reflective thinking

3. Briefly distinguish between the terms leader and supervisor.

: The words leader and supervisor are frequently used to mean the same thing, but they do not. Those who supervise others are appointed by the organization. They have legitimate power that allows them to reward and punish their employees. Their ability to influence employees is based on the formal authority inherent in their positions. In contrast, leaders may either be appointed or emerge from within a group. Leaders can influence others to perform beyond the actions dictated by formal authority.: 1 Page Ref: 241LO: 9.1 Define leadership and describe the erence between a leader and a supervisorAACSB: Application of knowledge

16. Martin Luther King, Jr. and Steve Jobs are often described as charismatic leaders. Describe the effect of charismatic leaders on their followers. Does possessing charisma alone explain leadership effectiveness?

: There is increasing support for the idea of a strong link between charismatic leadership and high performance and satisfaction among followers. People working for charismatic leaders are motivated to exert extra work effort, and because they like their leader, express greater satisfaction. Although one study found that charismatic CEOs had no impact on subsequent organizational performance, charisma is still believed to be a desirable leadership quality.Although traits of successful leaders have been identified over the years, these traits alone are not adequate for entirely explaining leadership effectiveness. The problem with focusing solely on traits is that it ignores the skills leaders must have, as well as the behaviors they must demonstrate in a number of situations. Fortunately, these latter two—skills and behaviors—can both be learned! Therefore, it is more correct to say that leaders are made.: 3 Page Ref: 244LO: 9.3 Define charisma and its key componentsAACSB: Analy

50. What two forces are driving the use of empowerment as part of leadership? Can empowerment work anywhere?

: Two forces are driving the increased use of empowerment. First is the need for quick decisions by people who are most knowledgeable about the issues. This requires, at times, moving decisions to employee levels. If organizations are to compete successfully in a dynamic global village, they have to be able to make decisions and implement changes quickly. Second is the reality that the downsizing and restructuring of organizations left many supervisors with considerably larger spans of control than they had before. To cope with the demands of an increased workload, supervisors have to empower their people. As a result, they are sharing power and responsibility with their employees. This means their role is to show trust in, provide vision to, remove performance-blocking barriers from the path of, offer encouragement to, motivate, and coach employees.Empowerment may not work in every situation since the current empowerment movement ignores the extent to which leadership can be shared an

35. Why cannot we make a sweeping generalization that a people-centered leadership style will make someone a more effective supervisor?

: We cannot make a sweeping generalization that a people-centered leadership style will make someone a more effective supervisor. There has been very little success in identifying consistent relationships between patterns of leadership behavior and successful organizational performance. Results vary. In some cases, people-centered styles generate both high productivity and high follower satisfaction. However, in others, followers are happy but productivity suffers. What sometimes is overlooked in trying to pinpoint one style over the other are the situational factors that influence effective leadership. Supervisors should be prepared to use any style for which the situation calls. : 2 Page Ref: 250LO: 9.6 Identify and describe three types of participative leadership stylesAACSB: Application of knowledge

47. ____________ pay attention to the concerns and developmental needs of employees

they change employees' awareness of issues by helping them look at old problems in new ways; and they excite, arouse, and inspire followers to put out extra effort to achieve group goals.A. Transactional leadersB. People-centered leadersC. Credible leadersD. Transformational leadersE. Innovative leaders;: D: 3 Page Ref: 256LO: 9.7 Explain situational leadershipAACSB: Application of knowledge